Why burnout in HR is a strategic problem


Burnout is not a thing of the past for HR, even though it plays an increasing central role in business success. Ana Nikoladze explains why teams must take care of their own well-being in order to achieve their goals.

Numerous studies show that promoting employee health and well-being has long-term benefits in terms of reduced turnover, reduced sickness absence and increased productivity. It is for this reason that billions of dollars have been invested over the last decade.

But, a successful implementation and communication of wellbeing strategies is essential for their effectiveness. This work is usually done by the HR department.

HR has a much larger role than this, and it’s grown tremendously in the last few years. HR is responsible for everything, including recruitment, training and career development. They also manage performance.

The increased workload creates enormous pressure. Burnout among HR professionals is higher than any other job function, according to research.

Irony is the word to describe this situation, as they are those who are tasked with reducing corruption in an organization.

Why is burnout an issue for HR?

Burnout is the result of prolonged stress in the workplace that leads to emotional and physical exhaustion.

The symptoms can be exhaustion, feeling worn out and drained, and even a breakdown. It leaves a person incapable of performing effectively, and can lead to demotivation and disengagement.

HR occupies an important position in any organisation. HR acts as a link between the leadership and employees. It is responsible for employee wellbeing and achieving organisational goals.

They are required to support and help others constantly, while also juggling their multiple roles and making difficult decisions. This has become more acute since the pandemic as organisations struggle to adopt new ways of working.

Gartner conducted a study with HR leaders and found that 71% of respondents believe burnout is a greater problem than it was in the pre-pandemic period, and over half say it’s harder to recruit and retain team members.

Unavoidable challenges

Some surveys paint a bleak picture of the current state of HR professionals. Cezanne’s most recent survey of 500 HR professionals argues that burnout is a problem that cannot be avoided.

In a survey by Sage, 95% of HR leaders said they felt burned out in their job. 73% also reported feeling physically and emotionally exhausted within the past six months. According to a survey conducted by Sage, 95% of HR managers find their jobs in HR stressful and overwhelming because of the workload.

Burnout can lead to difficulties in recruiting and retaining HR professionals. Gartner reports that those who remain in their positions often feel overwhelmed and burned out. The extra workload also affects the performance of the HR department. Only 9% are deemed highly efficient and aligned with the needs of the business.

It is a simple fact that organisations cannot function effectively and efficiently without a high-performing human resources team. This impacts every aspect of the business.

Burnout: What to do?

HR is increasingly becoming a strategic function within the organisation and not just an administrative one. The documented risk of HR Burnout has become a major concern for businesses.

Richard Holmes, Epassi UK’s consultant director of wellbeing, says: “HR professionals and functions need to put on their oxygen masks before anything else.” They must learn how to deal with their own work pressures and support those within the function.

“By doing this, and establishing which initiatives work, they will better be able to support the organization to create a cultural and environmental environment that supports, promotes, and responds to better the challenges of modern life.”

He suggests three steps to create an effective HR burnout strategy:

Reviewing the leadership of HR functions

  • Think about how the leadership is currently working in your team and what you can do to improve it.
  • It is important to build strong relationships within the team. There should be many opportunities for team members and managers to interact one-on-one.
  • Invest in technology that will reduce administrative burdens and streamline processes.
  • Celebrate the successes of your team as well as individuals.
  • Make sure HR leaders are willing to share their struggles or when they need additional support.

Set a clear direction for the team

  • It is important to set expectations for your team. Make sure that everyone understands what their role entails.
  • Remind everyone of these goals daily, weekly, and monthly to ensure that they are always top-of-mind.
  • Work with your staff to develop career opportunities and flexible work schedules.
  • Encourage your team to share the workload and work together when necessary. Let them know that they can always ask for assistance and that others are ready to help.
  • Black out days are a great way to stop people from multitasking.

Develop a supportive culture

  • Mental health should be a priority. Make sure everyone is aware of the resources available and how to get them.
  • Encourage people to take time off work if they are sick.

    Encourage people to use their full holiday entitlement.
  • Give people the right to say ‘no,’ and to refuse to do more than they are capable of.

Individuals are responsible for their own wellbeing. Everyone should take time to care for their mental, physical and emotional wellbeing.

Teams that are given access to health benefits, which help them stay fit and reduce stress as well as build resilience, will not only address the HR burnout issue but also serve as role models for everyone at work on how to tackle this problem.

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